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2 The City has a clear People approach and deployment that is measured and continuously improved. The Workforce Plan is part of that deployment. Approach to best practice : Australian HR Institute (twice State winners for Excellence in People Management) Australian Business Excellence Awards (People Category Winner in 2010) Implementing Quality and Safety standards in our integrated accredited Business Management System.

3 The City has a clear People approach and deployment that is measured and continuously improved. The Workforce Plan is part of that deployment. Approach to best practice : Australian HR Institute (twice State winners for Excellence in People Management) Australian Business Excellence Awards (People Category Winner in 2010) Implementing Quality and Safety standards in our integrated accredited Business Management System.

4 Snapshot 735 Staff 33% casual 17% part time 10.27% turnover in 2010/2011 Length of service Average 4.7 years The Workforce Plan looks at organisation and Service Area level to assess other elements like gender, diversity, safety performance, leave liability, age

5 The Workforce Plan was developed through these stages and involving staff in the analysis at an organisational and Service Area level. Within the Workforce Plan these stages are detailed. For example in the Workforce Analysis stage we look at structure, key demographic data, key supply issues and factors that impact on the workforce

6 Forecasting needs links in to an assessment of strategic and operational risks. This is the difficult aspect and the most difficult for Service Areas to consider for the medium to long term.

7 The analysis and risk assessment of gaps is done using an analysis of current actions and results and then identifying opportunities for improvement. The next two slides will look at current actions and identifying opportunities for improvement.

9 In line with the organisational Business Excellence approach there is a continuous improvement matrix and continuous improvement team focussed on identifying and implementing opportunities for improvement. Opportunities may come from internal or external audits, staff satisfaction surveys or other forums. The matrix incorporates a risk assessment to prioritise tasks.

10 Strategies within the Workforce Plan for the organisation are the responsibility of the Executive Manager Organisational Development and are incorporated in the 2011/2012 Business plan for Organisational Development. The objectives and actions were identified through the business planning and workforce planning processes in consultation with Executive and Operational Managers and link to the People Framework Outcomes

12 Corporate Competency Training Approach Developed City of Melville On Line Learning System named OWL On Line Workplace Learning. What Is it? Computer and network-enabled transfer of skills and knowledge Content is delivered on line It is self-paced and includes media in the form of text, image, animation. Aim To support a corporate approach to employees understanding and compliance with the City of Melville s core policies and procedures. Principal Outcomes: 1. Support the City s policies and procedures learning process 2. Provide a compliance structure for learning competencies 3. Promote flexible and contemporary learning 4. Links competencies through to HR Information System - Aurion

13 Corporate Competency Training Approach

14 Corporate Competency Training Approach Corporate Training Calendar Once the training requirements were identified we developed a Corporate Training Calendar for With the completion of Corporate Training Calendar we utilised an Online Training Calendar (through Intranet and Aurion) and Online Booking of Training option.

15 Corporate On Line Training Calendar 2012

16 Corporate On Line Training Calendar 2012 On Line Training Calendar is linked to Aurion. Employees book internal training on line and the request is ed to their Supervisor. Once the Supervisor approves the training, employee is notified. An internal trainer can then view nominations for the course they are training in.

19 Service Area level Service Areas looked at all the same areas of demographics, key supply issues, forecasting needs which they outlined within the Workforce Plan.

20 Service Areas then identified their tasks that were included in the Workforce Plan and their Service Area Business Plan which is monitored for completion through our organisational performance management System.

21 Our Workforce Plan is fully integrated through in to our Corporate Plan and Service Area Plans and then cascades to individuals.

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